Leadership
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Achieving Your Leadership Potential (4 hours)
This course helps leaders (with and without direct reports) analyze their leadership abilities and target strengths and developmental areas in order to help them become better, more effective leaders. Leaders develop measurable, attainable goals that stretch their capabilities and accelerate development. The course includes leadership development diagnostic tools and processes, and development planning tools and resources.
Adaptive Leadership (4 hours)
Adaptive Leadership will help leaders power-up the skills they are already using (Key Principles, Interaction Guidelines) to better meet their team members’ needs and create better organizational results through people. Leaders learn to tailor their approach based on the team member’s motivations, personality tendencies, the organizational environment, and the situation.
Boosting Business Results (4 hours)
This system supplement helps drive on-the-job application of IM: EX concepts for measurable and sustainable results. Designed to follow an IM: EX curriculum (typically 3 to 6 courses), this course enables leaders to identify a project or task that will require effective use of newly learned leadership skills to achieve or enhance success. Leaders also determine goals and measurement methods that will help them track and demonstrate the results oftheir effective leadership.
Bridging Strategy to Outcomes™
The central challenge for today’s managers is to bridge the gap between strategic goals and day-to-day
operations. Pulled in many directions, these managers must address complex business issues, implement
directives from senior leadership, and meet the human and operational needs of direct reports and frontline
employees.The Bridging Strategy to Outcomes™ workshop helps senior managers build commitment and focus effortat every organizational level. Participants master and apply key interpersonal skills, which have been fine-tunedand framed for this audience. Participants also acquire the interpersonal skills needed to meet the challenges oftheir roles as managers of other managers.
Content: Effectively negotiating today’s complex organizational terrain—and retaining balance while standing with onefoot on each shore—requires the consistent use of the skills illustrated in the model below. In this two-dayworkshop, participants hone these skills to help them be successful at building bridges to action.
Creating Line of Sight is a skill managers can use to help others understand where the organization is going
and the important roles they play in accomplishing organizational goals.Aligning Performance involves two skills that managers can use to help people recognize how theirperformance contributes to or detracts from the organization’s direction. Recognition helps managers reinforceperformance that supports the identified direction.
Day 1
The Principles and Qualities of Genuine Leadership™ serve as a strong foundation for the interpersonal
skills managers need to turn strategy into day-to-day action. Sifting Organizational Noise helps managers
quickly sift through the influx of information they receive on a daily basis and extract the “nuggets” that couldimpact business results.
Day 2
Aligning Feedback provides a constructive approach to identifying how performance can be improved.
Exploring Ideas is a skill that managers can use to help others share their ideas and engage in active
discussions that can bring out their best thinking. Lobbying can help managers involve others, gain support,
and secure resources for executing strategies that lead to business results.
Outcomes
At the end of the two-day program, participants will be able to:
- Seek out, clarify, and confirm ideas and information.
- Describe organizational issues and strategy in a compelling way.
- Recognize the challenges and benefits of giving feedback.
- Focus individual action on issues through feedback.
- Explore useful ideas for turning strategies into action.
- Lobby for the support and resources needed to address key organizational issues.
Building an Environment of Trust (4 hours)
Trust is a key ingredient of employee engagement and loyalty, yet it’s easy for leaders to inadvertently
fall into trust traps. This course builds awareness of these traps and strategies, helping leaders create
an environment in which people take risks, identify and solve problems, and work together.
Building Winning Partnerships (4 hours)
Stresses the importance of building and sustaining partnerships to accomplish organizational goals.
Clarifying PerformanceExpectations™ (4 hours)
The ability to set and reset performance expectations swiftly and in a straightforward manner is a critical skill for all performance leaders. This module provides a process for handling conversations about work expectations in a way that reduces ambiguity, increases trust, and strengthens the working relationship between the manager and employee. The purpose of this module is to provide participants with the skills to discuss performance expectations with others in a way that increases their sense of ownership and gains their commitment.
Coaching for Improvement (4 hours)
Builds the skills leaders need to help people with performance or work habit problems. Equips leaders to help people develop improvement plans, conduct effective improvement discussions, and handle the challenges they may encounter in improvement discussions.
Coaching for Success (4 hours)
Introduces skills for guiding individuals and teams toward achieving successful results. Leaders learn the importance of helping people learn from successes rather than mistakes, how to balance seeking and telling, and how to conduct an effective coaching discussion.
Conducting Performance Reviews™ (4 hours)
The formal performance review can be an extremely powerful tool for the performance leader. This is especially true today, when people work more independently and there are few opportunities for the manager and employee to step back, look at what’s happened, and decide where to go in the future.
Connecting People and Process (4 hours)
This unit acquaints leaders with a five-step process for defining and analyzing problems, finding solutions, and implementing them. The Principles and Qualities o f Genuine Leadership™ are positioned as strategies to create an environment in which people are encouraged to offer their best thinking in line with a clear problem-solving process.
Correcting Performance Problems™ (4 hours)
The pressure for speed, productivity, and bottomline results has never weighed more heavily on organizations than now. Managers must ensure that everyone takes responsibility for performing his or her job as effectively as possible. Employees need training and coaching so they can manage their own performance. When these approaches aren’t enough, managers need to step in and take prompt and decisive action.
Deciding on a Solution (4 hours)
Problem-solving efforts can easily lose momentum as people struggle with decisions about what to do. In difficult situations, team members can default to voting or accepting the views of the most verbal individuals. This lack of decision buy-in greatly impacts the energy level required to implement solutions and follow-through. In this unit, leaders learn how to define decision-making procedures and use objective criteria to evaluate choices and alternatives.
Delegating for Results (4 hours)
Leaders learn skills for successfully matching people, responsibility, and authority to maximize involvement, productivity, motivation, and growth for individuals, groups, and the organization.
Delegating for Productivity and Growth (4 hours)
To maintain a motivated workforce, leaders must become catalysts who transfer responsibility and authority. In this module, leaders learn skills for successfully matching people, responsibility, and authority to maximize involvement, productivity, motivation, and growth for individuals, groups, and the organization.
Developing Others - DDI (4 hours)
Provides leaders, coaches, and mentors with the necessary skills and a practical process to develop talent. It focuses on a leader’s critical role before, during, and after the development plan.
Developing Others™ - AG (4 hours)
Individual contributors face regular challenges in performing their work, and a supervisor’s job is to help them work through these challenges. Sometimes the best help a coach can give is to assure their employees that they have the ability to make decisions and solve problems on their own. When individuals radiate confidence, they can perform at their best.
Empowering Leader® (4 hours)
Do leaders possess the awareness and skills they need to introduce, manage, and perpetuate an environment where people are encouraged to think for themselves and assume greater responsibilities? This course helps leaders identify areas to focus on in building empowerment in their work group and organization.
Essential Interviewing SkillsSM (6 hours)
The best hiring decisions result in productive employees who enjoy their responsibilities and contribute to your organization's success. Hiring the wrong person for the job can be very costly in terms of time, money, resources, customer relations, productivity, and employee morale. Interviewers make the best hiring decisions when they gather meaningful, job-related information from applicants. This course teaches participants how to interview for the behaviors, knowledge, and motivations that are needed to be successful in a job.
Essentials of Leadership (4 hours)
This foundation course for all Interaction Management courses teaches leaders how to get results through people. During the course, they attain the tools necessary for a successful “leadership journey.” Learners acquire a set of proven interaction skills, discover seven Leadership Imperatives key to meeting today’s challenges, and realize their role as a catalyst leader who inspires others to act. *Core Course/Prerequisite
Exploring Gaps, Causes, and Solutions (4 hours)
In this unit, leaders explore a number of tools that can enhance their success in using the problem solving approach. Tools are sorted into different categories, and participants use a separate toolkit to work with the following methods: Generating Ideas, Analyzing Information, Planning and Followup.
Getting Started as a New Leader (4 hours)
This is an on-boarding course for new leaders who have direct reports for the first time. It focuses on
aspects of the leader’s role other than interaction skills, such as developing a relationship with your
boss, assigning work, dealing with direct reports who used to be peers, and key HR policies and processes. The course also includes a roadmap for the new supervisor’s first few weeks on the job.
Influential Leadership (4 hours)
To be successful in today’s matrixed organizations, leaders need to get things done through other people– often through peers and individual contributors with whom they may not have position power. The Influential Leadership course teaches leaders to apply influential strategies, package their ideas, read their audience, and use appropriate persistence to gain commitment to their idea.
Launching a Successful Team (4 hours)
Organizational structures are more dynamic than ever, requiring leaders to form new teams and work groups to keep pace. Starting a new team, taskforce, or work group, or re-starting a floundering team is the focus of this course. Leaders learn the process of setting up a team charter, including goals, ground rules, and other important elements of a successful team. The course provides practical, actionable tools to help members stay on track, avoid the problems that plague many teams, and achieve success.
Leading Change (4 hours)
Focuses on the crucial role leaders have in effectively exploring change, introducing change, and helping others overcome resistance typically associated with change. Leaders learn how to conduct effective change discussions that minimize the potentially negative effects of change on morale, processes, and productivity.
Leading High-Performance Teams (4 hours)
Teaches leaders what makes a team successful and provides best practices they can use in the three critical roles they play to improve team effectiveness.
Making It Happen (4 hours)
Organizations are full of ideas about how to solve problems and exploit opportunities … ideas that don't always materialize into results. Implementation and follow-through is often given short shrift and, as a result, problem-solving efforts fall short of expectations. In this unit, leaders learn specific strategies to aid in action planning and follow-through, as well as approaches that build and sustain momentum for those involved.
Making Meetings Work (4 hours)
The involvement of the right people at the right time is critical to the effectiveness and efficiency of an organization. Leaders at all levels need to effectively lead meetings to get things done quickly and with maximum commitment. This course gives leaders the skills they need to ensure that meetings run efficiently, generate good decisions, and result in clear action. Leaders also learn best practices for planning, facilitating, and following-up on virtual meetings.
Managing Performance Problems (4 hours)
Dealing effectively with significant performance or work habit problems—and, when necessary, initiating the organization’s progressive discipline process—is one of the biggest challenges leaders face. This course helps leaders plan and conduct meetings with employees who need to improve or face prescribed organizational consequences.
Mastering Interaction Skills (4 hours)
This system supplement provides additional, jobrelated interaction skill development to leaders who have completed two to three other leadership skill development courses (e.g., Coaching For Success, Coaching For Improvement, etc.). Using challenging job-related situations, leaders significantly improve their confidence and competence in using leadership skills. The format is flexible, allowing leaders to explore the leadership
issues they face and to practice giving and receiving feedback on handling issues effectively.
Mentoring (6 hours)
This 6-hour workshop helps mentors distinguish their role in the organization, identify their responsibilities within the mentor/mentee relationship, and gain practice in dealing with typical issues that face new hires and their mentors.
Motivating Others (4 hours)
Effective and consistent use of Key Principles and Interaction Guidelines is the foundation for motivating people. This course builds on the core leadership skills and helps leaders (with or without direct reports) understand motivation, have discussions with direct reports about their motivations, motivate a group, and avoid demotivating people.
Planning and Critical Path (8 hours)
Effective planning helps people influence events and conditions instead of allowing events to influence them. This workshop is designed to help leaders fine-tune their planning skills. It teaches leaders an eight-step process for developing effective plans and gaining the commitment of people who influence or have a stake in a plan's success.
Planning for Performance Discussions™ (4 hours)
Today’s work environment presents difficult challenges: increased workloads, more varied tasks, and competing responsibilities. In order to succeed, employees must know how to manage priorities and achieve their goals. Managers are responsible for guiding and influencing the performance of others so that they can meet the challenges of a constantly changing environment. By effectively planning for performance related
discussions, managers establish a framework within which they can set mutual expectations, address performance issues, and help people respond to new developments.
The Principles and Qualities of Genuine Leadership™: Manager’s Version (4 hours)
More than ever, everyone in the organization needs a deep knowledge of leadership best practices and help in tailoring those practices to their own situations. To meet this need, this module outlines universal leadership principles and qualities that help individuals become genuine leaders who can translate intentions into reality.
The Principles and Qualities of Genuine Leadership™ (4 hours)
More than ever, everyone in the organization needs a deep knowledge of leadership best practices and help intailoring those practices to their own situations. To meet this need, this module outlines the universal leadership qualities and principles that help individuals become genuine leaders who can translate intentions into reality. In this four-hour module, participants learn about five critical leadership qualities that contribute to personal and organizational success, and discuss how they relate to key business issues. They also learn six basic principles that can help them develop effective relationships.
Providing Constructive Feedback™ (4 hours)
To know how well they are doing, individual contributors need regular feedback from their manager. Providing constructive feedback not only helps solve problems, but also can work to prevent potential problems from growing to the point in which they have a negative impact on others and the organization.
Rapid Decision Making (4 hours)
This course helps leaders (with and without direct reports) make effective on-the-job decisions in rapid, fast-paced environments. Topic areas include how rapid decision making differs from standard decision making, can I/should I make this decision, and quick analysis tools. This course addresses the needs of frontline leaders to make on-the-job decisions with limited time and information and within the authority of the leader.
Reaching Agreement (4 hours)
The velocity of work, the diversity of ideas and people, and the rapid flow of information make it increasingly difficult to get groups to agree and commit to action. This course focuses on the dynamics of group agreement and the importance of having everyone’s commitment. It teaches seven techniques for making clear, high-quality decisions that have the buy-in and commitment of every group member.
Resolving Conflict (4 hours)
Enables leaders to recognize signs of conflict, assess the conflict to determine their level of involvement, and serve as a catalyst to encourage those involved in the conflict to achieve resolution. Leaders learn the skill to both provide support and to act as mediators.
Retaining Talent: Creating the Environment (4 hours)
Helps leaders to conduct the types of ongoing discussions needed to ensure that the organization retains Key Players—regardless of whether these Key Players are satisfied and motivated or have one foot out the door.
Reviewing Performance Progress (4 hours)
Equips leaders to track progress, provide specific balanced feedback, and conduct performance discussions. Emphasizes the leader’s role of offering ongoing support, guidance, and resources while encouraging others to assume responsibility for achieving their plan. Focuses on revisiting objectives and tracking methods if priorities change.
Setting Performance Expectations (4 hours)
Helps leaders prepare for and conduct planning discussions, encourage continued involvement, and work with project teams or task forces on their performance plans.
Supporting Leadership Development (4 hours)
One of the keys to realizing ongoing leadership development is the support newly trained leaders receive from their leaders. The target audience for this course is leaders of the leaders being trained in IM. It covers concepts and techniques for supporting leaders as they develop their leadership abilities.
Train-The-Trainer (8 hours)
In this session you will: hone your skills in planning and implementing training plans that assure your new employees start on the right track; know how and why you will apply adult learning processes in one-on-one training; know your role and key responsibilities as a trainer; know various methodologies available to you as a trainer; understand how you can adjust your training style to meet the various needs of those being trained; assess the understanding and performance skills of learners through observation and feedback; understand what you can do to provide a safe and supportive learning environment.
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